5.3 Threshold-Based Message-Passing Algorithms for Decoding
6.1.2 Definitions
UNIT 3 FREDERICK HERZBERG'S MOTIVATION
3.0 MAIN CONTENT
3.1 Herzberg’s Main Theory and its Significance
Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been believed. In 1959 Herzberg wrote the following useful little phrase, which helps explain this fundamental part of his theory, which states that the factors which motivate people at work are different to and not simply the opposite of the factors which cause dissatisfaction:"We can expand ... by stating that the job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors which define the job context" (Herzberg et al 1959).
According to Herzberg, man has two sets of needs; one as an animal to avoid pain, and two as a human being to grow psychologically. He illustrated this also through Biblical example: Adam after his expulsion from Eden having the need for food, warmth, shelter, safety, etc., - the 'hygiene' needs; and Abraham, capable of achieving great things through self-development - the 'motivational' needs (Herzberg et al 1959).
3.2 Relationship between Herzberg and Maslow’s Theories
Herzberg's ideas relate strongly to modern ethical management and social responsibility, and very directly to the Psychological Contract.Psychological contract refers to unwritten expectations of employees from employers and vice-versa. This is remarkable. Herzberg's ideas were developed several decades before proper consideration and description of these more recent and important organisational perspective.
Many decades ago Herzberg, like Maslow, understood well and attempted to teach the ethical management principles that many leaders today, typically in businesses and organisations that lack humanity, still struggle to grasp. In this respect Herzberg's concepts are just as relevant now as when he first suggested them, except that the implications of responsibility, fairness, justice and compassion in business are now global. Although Herzberg is most noted for his famous 'hygiene' and motivational factors theory, he was essentially concerned with people's well-being at work (Herzberg et al 1959).
Herzberg's research proved that people will strive to achieve 'hygiene' needs because they are unhappy without them, but once satisfied the effect soon wears off - satisfaction is temporary. Then as now, poorly managed organisations fail to understand that people are not 'motivated'
by addressing 'hygiene' needs. People are only truly motivated by enabling them to reach for and satisfy the factors that Herzberg identified as real motivators, such as achievement, advancement, development, etc., which represent far deeper level of meaning and fulfillment.
Examples of Herzberg's 'hygiene' needs (or maintenance factors) in the workplace are:
• policy
• relationship with supervisor
• work conditions
• salary
• company car
• status
• security
• relationship with subordinates
• personal life
Herzberg's research identified that true motivators were other completely different factors, notably:
• achievement
• recognition
• work itself
• responsibility
• advancement
SELF-ASSESSMENT EXERCISE
i. To what extent are the hygiene needs relevant to the Nigerian public service?
ii. To what extent do the ‘motivators’- motivate public servants in Nigeria?
3.3 To What Extent is Money a Motivation?
At this point, you may be wondering whether it is true that money/salary does not motivate. This question commonly arises when considering Herzberg's research and theories, so it's appropriate to include it here.
Herzberg addressed money particularly (referring specifically to 'salary' in his study and analysis). Herzberg acknowledged the complexity of the salary issue (money, earnings, etc), and concluded that money is not a motivator in the way that the primary motivators are, such as achievement and recognition.
Herzberg said about 'salary':
"It [salary] appears as frequently in the high sequences ['sequences' refers to events causing high or low attitude feelings recalled by interviewees in the study] as it does in the low sequences... however...
we find that in the lows [events leading to dissatisfaction], salary is found almost three times as often in the long-range as in the short-range attitude changes..." (There was no such bias towards the more important long-range feelings in the high attitude events.)(Herzberg et al 1959) And Herzberg concluded about salary (i.e., money, earnings, etc):
"Viewed within the context of the sequences of events, salary as a factor belongs more in the group that defines the job situation and is primarily a dissatisfier."
Many people argue nevertheless that money is a primary motivator. For most people money is not a motivator - despite what they might think and say. For all people there are bigger more sustaining motivators than money. Surveys and research studies repeatedly show that other factors motivate more than money. For instance, a survey by Development Dimensions International published in the UK Times newspaper in 2004 interviewed 1,000 staff from companies employing more than 500 workers, and found many to be bored, lacking commitment and looking for a new job. Pay actually came fifth in the reasons people gave for leaving their jobs (Wikipedia 2011).
The main reasons were lack of stimulus jobs and no opportunity for advancement - classic Herzberg motivators - 43% left for better promotion chances, 28% for more challenging work; 23% for a more exciting place to work; and 21% and more varied work.
Lots of other evidence is found in life, wherever you care to look.
Consider what happens when people win big lottery prize winners.
While many of course give up their 'daily grind' jobs, some do not. They wisely recognise that their work is part of their purpose and life-balance.
Others who give up their jobs do so to buy or start and run their own businesses. They are pursuing their dream to achieve something special for them, whatever that might be. And whatever it means to them, the motivation is not to make money, otherwise why don't they just keep hold of what they've got? Why risk it on a project that will involve lots of effort and personal commitment? Of course the reason they invest in a new business venture is that pursuing this sort of plan is where the real motivators are found - achievement, responsibility, advancement, etc - not money.
The people who are always the most unhappy are those who focus on spending their money. The lottery prize-winners who give up work and pursue material and lifestyle pleasures soon find that life becomes empty